complaint management in the public sector organization in

Public Policy and Administration Research www.iiste.org

ISSN 2224-5731(Paper) ISSN 2225-0972(Online) DOI: 10.7176/PPAR

Vol.9, No.2, 2019

12

Complaint Management in the Public Sector Organization in the

Philippines

Allan V. Mantaring

Department of Public Works and Highways Second Engineering District, Cabanatuan City, Philippines

Ma. Angela P. Espinoza

7th Infantry Division Philippine Army,Fort Magsaysay, Palayan City

Arneil G. Gabriel

Department of Public Administration, Nueva Ecija University of Science and Technology ,Philippines

Abstract

Participatory governance is a democratic process intended to involve citizens in the management of public

institution. By providing them platforms through which they can access the government, transparency and

accountability in public governance is enhanced. The Department of Public Works and Highways (DPWH)

acknowledges its importance through the establishment of different platforms of communications wherein clients

can raise their concerns. The study aims at describing and evaluating the Complaints Management Program of

the DPWH Nueva Ecija 2nd District Engineering Office based in Cabanatuan City. The analysis was drawn from

Fifteen (15) client feedbacks received in 2017. The data were gathered using qualitative and quantitative

approaches while multi-stakeholders framework for complaint management was adapted to measure the

effectiveness of the feedback and complaint management mechanisms of the agency. The study found that the

agency : a) institutionalizes and observes procedures in handling complaints; b) resolves complaints based on

the principles of fairness, accessibility, responsiveness, efficiency , trust and citizens participation; however,

there are limitations identified in regard to the administrative support in terms of personnel assigned, training

and availability of vehicle use to verify various complaints on the ground. Civic engagement is an effective tool

to promote democracy and enhance open government. They are proven to create enabling environment that

tends to yield positive political outcomes and policy implementation results.

Keywords: Participatory governance, Complaint management ,Feedback mechanism, DPWH –Philippines

DOI: 10.7176/PPAR/9-2-03

1. Introduction

Participatory governance is a democratic process intended to involve citizens in the management of public

institution. It bridges ordinary citizens and public institution making the latter effective and efficient in the

delivery of public services (Palumbo,2017). The mechanisms for participatory governance may come in several

platforms. It can be through actual participation in policy making; coproduction of public goods, co-governance

through monitoring and evaluating programs or activities implemented by a government agency. Citizens

complaints and feedback mechanism is one facet of participatory governance which makes the government more

effective and responsive to public needs and demands both in the policy and political arenas

The Department of Public Works and Highways (DPWH) is a public sector organization considered as the

engineering and construction arm of the Government and is one (1) of the three (3) National Government

Agencies that implement infrastructure projects. Under its mandate, the DPWH is responsible for the planning of

infrastructures, such as national roads and bridges, flood control, water resources projects and other public

works, as well as the design, construction, and maintenance of national highways and bridges, and major flood

control systems.

But the construction of several infrastructure projects often entails concerns and complaints from the public

and proposed project end-users and often, these concerns were relayed through the different platforms of

communications that the agency maintains. Among the common complaints raised by the public were the

quality of the infrastructure projects, delays in project completion, perceived corruption and legal issues about

the right-of-way acquisition.

In the publication Guidelines for Complaint Management in Organizations (Standards Australia, 2014), it

was stated that complaint is said to be a demonstration of dissatisfaction made by the stakeholders to an

organization, related to its products, people, and services. It may also arise from the way a complaint is handled

or managed, wherein a response is explicitly or indirectly required or expected.

A system for accommodating complaints from stakeholders is maintained by National Government

Agencies that is easily accessible and readily available 24/7. The Department of Public Works and Highways

introduced several platforms in accepting and managing complaints and ensured that even the most vulnerable

people who are more likely to encounter problems or concerns with the agency, can easily raise their concerns



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without going through a complicated complaints system that is often employed or utilized by other agencies.

By virtue of Memorandum Circulars No.53 issued on May 21, 2014 Front Desk Officers at the Front Desk

Lobby of each Regional and District Engineering Office during office hours are designated. In a separate

Memorandum dated July 17, 2017, the Department Information Officer (DIO) was similarly designated as the

Authorized Spokesperson of the District Engineering Office along with the District Engineer and the Assistant

District Engineer. However, it is interesting to note that in the issuances made by the two agency heads, the

scope of work as well as the criteria in selecting the designated DIO were never mentioned. Further, the

Qualification Standard for the said position was not identified. Also, the issuance made by Sec. Villar in

Designating DIO’s seems to be contradicting specific provisions of Department Orders No. 22 and 32, both

issued on February 28, 2017, which was signed by Undersecretary Raul C. Asis as Officer-In-Charge.

Department Order No. 22, Implementation of the Quality Management System (QMS) Manual in conformance

with the requirements of ISO 9001:2015, and Department Order No. 32 or the Issuance of a Standard Procedures

Manual for the Regional and District Engineering Offices, clearly identified that the Administrative Aide VI

(Clerk III) Position under the Office of the District Engineer was reclassified as the Public Information Staff and

tasked to carry-out information dissemination, manage media-related activities, responsible in coordinating with

Civil Society Organizations and in the implementation of efficient customer feedback management.

1.1 Complaints Management

An effective complaint handling system is fundamental to delivering quality public services. According to Tang,

complaints handling is a sign of good governance. This is not only dependent on having well-trained frontline

personnel, but the management must also possess the commitment and understanding of the concerns raised by

stakeholders. A complaint is an opportunity to improve and a lesson for reference (A Guide to Complaints

Handling and Public Enquiries, 2009). Complaint management is fact-finding to establish the truth, being fair to

all complainants and staff and that senior management commitment is essential to guide and support frontline

staff.

The present study deals with the analysis of an agency complaint management system. The lack of available

literature contextualized in the local setting prompted the researcher to assess and review the effectiveness and

framework adapted to handle complaints by the management of a public organization. This academic paper adds

literature on the subject matter. In general, the study sought answer to the following questions : (1) What are the

institutional procedures observed by the Department of Public Works and Highways-Nueva Ecija 2nd District

Engineering Office in the Philippines in managing complaints?; (2) how effective is the Department of Public

Works and Highways-Nueva Ecija 2nd District Engineering Office in handling complaints using the multi

stakeholders framework of analysis;(3) What are the limitations of the Nueva Ecija 2nd District Engineering

Office in managing complaints as perceived by the staff and clienteles?

2. Methodology

The Study Design

To analyze the Customer Feedback Management Program of DPWH Nueva Ecija 2nd District Engineering

Office, specifically on how it managed complaints, the mixed methods research design was used in this study.

The “mixed methods” pertains to a developing methodology of research that integrates qualitative and

quantitative facts within a single study. The fundamental principle is that such integration allows a more

comprehensive and synergistic use of data rather than having a separate quantitative and qualitative data

collection and analysis.(Agency for Healthcare Research and Quality, 2013) Johnson and Turner (2003) have

argued that the important basis of this method of research is that several types of information or figures are to be

collected using different approaches that allow mixed-methods study to offer insights not thinkable when only

qualitative or quantitative data are gathered. Further, the objective of using this method of research is not to

replace either of these approaches but to use a multiple approach in finding answers to research

questions.(Johnson and Onwuegbuzie, 2004).

The research question number one shall be discussed and analyzed using descriptive qualitative data

gathering tool. While statement of the problem number two measures the effectiveness of the agency mechanism

on complaint and feedback by adapting the research paradigm and using mixed method of research. Finally,

perceived limitations in the handling of complaints are identified and determined by means of personal

observation, field interview and document analysis.

The Respondents

The researcher conducted a personal interview by soliciting information from the Regional Public Affairs and

Information Officer based at the DPWH Regional Office in City of San Fernando, Pampanga, who has direct

supervision on the activities and functions of the District Information Officer of the DPWH Nueva Ecija 2nd

District Engineering Office. Through the interview method, the researcher was able to gather pertinent data



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relative to this study. Additional data were gathered from different records, DPWH Department Orders and

Memorandum Circulars as additional support for the needed information. The complaints received by the

District Engineering Office in CY 2017 were also analyzed and reviewed for timeliness and appropriateness of

responses.

The Research Paradigm

There are five (5) elements essential to efficient complaint handling according to the Better Practice Guide to

Complaint Handling published by the Commonwealth Ombudsman, Canberra, Australia on April 2009 and these

are shown on Figure 1. Few modifications are made to suit to the local context to wit;

Figure 1: Research Paradigm

Inherent in all systems is the legal -rational basis of institutional program based upon well designed

processes and procedures to ensure effective implementation. In like manner, effective multi- stakeholders

complaints handling is guided by specific rules and regulations. The study looks into the processes and

procedures and how these parameters are met in the analysis of the effectiveness of the complaint handling and

management of the DPWH. A measure of effectiveness also includes observance of fairness, accessibility,

responsiveness, and efficiency on the complaint mechanism and grievance resolution. Couple with citizen’s

participation, an effective feedback mechanism creates trust to the institution and the way it resolves issue

pertaining to institutional operation. These are the parameters on how a multi- sectoral stakeholders complaints

resolution works.

3. Results and Discussion

Multi-stakeholder’s participation in the Customer Feedback Mechanism

Public governance is enhanced when the government is open. It also increases the degree of transparency and

accountability of a public organization. Transparency and accountability as elements of good governance, are

proven to increase component cities local legislative performance (Gabriel,2016; Ong and Gabriel (2018) and

linked to the development of trust in public institution when practice and observed(Gabriel and Gutierrez,2017).

The twin principles are also proven to enhance local legislators’ performance in terms of legislative outputs

(Gabriel, 2017).

Transparency and accountability enhances open government. The public is now aware of their rights and

the responsibilities of each National Government Agency and its specific departments and even employees. With

the implementation of various transparency and reform measures such as the Anti-Red Tape Act and the

Presidential Complaints Center, the general public expects all agencies involved in public service to address their

concerns promptly and efficiently. And can demand for the quality of service they deserved.

An efficient and effective management of complaints is vital in the delivery of quality service to the public

(Accenture Institute for Public Service Value (AIPSV) (2008, it enhances the ability of the agency to improve

service strategy and delivery (A Guide to Complaints Handling and Public Enquiries, 2009). It promotes greater

efficiency, and increase staff morale as well as have a positive strengthens the reputation of the organization.



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Complaints mechanism promotes people’s confidence and trust in Government institution. An effective

complaint management consists of :

Observance of processes and institutional procedures

Good complaints handling requires listening, understanding, explaining and helping the stakeholders in its

resolution wherever possible. Grievances must be addressed in a fair and professional manner, and responses

must be communicated sincerely and promptly.

The DIO follows a systematic guide in the conduct of tasks for the purpose of implementing the social

mobilization programs and projects of the Department to engage people’s participation in all aspects of the

project development cycle and to respond to customers’ concerns and/or assess customer satisfaction through

effective feedback mechanism. An approved process flow also identifies the responsibilities, point persons and

action to be taken in the resolution of Complaints. The process of complaint resolution is shown below;

Figure 2 Process Flow

The role of the DIO in complaints management basically evolves in the receiving, classification, checking

of response or actions, drafting of response in the agreed format and in the transmittal of the documents via

electronic mail to the Regional Public Affairs and Information Office. The Regional Public Affairs and

Information Officer explained that although replies to complaints are provided by the concerned employees or

officials, the DIO must have a thorough understanding on the technical and legal components of the

infrastructure projects which are often the cause of complaints. The DIO must know how to validate the

appropriateness of the responses made, analyze complex complaints and customer feedback issues, has the

ability to communicate effectively, and must have strong communication skills. The DPWH observes the process

of handing complaints and institutionalizes the system.

Policy-making and implementation guided by the principles of fairness, accessibility, responsiveness, and

efficiency

Fairness in complaints handling

A strong complaint handling system is built on the premise of fairness or treating all clients as equal and taking

actions with utmost considerations. It requires a skilled employee incharge of complaint handling and a

committed organization to resolve complaints. (Better Practice Guide to Complaint Handling, April 2009).

Having an organization that values complaints and skilled professional that will handle complaint management

are vital in maintaining an effective and responsive complaint handling system. Fairness in complaint handling

also denotes consistent response to similar agency complaints independent of the differences in status, influence,

and socio-political position in the life of the complainant. As reveals on Table 3, 93.33 percent of the complaints

were acted upon and resolved by the agency regardless of socio-economic standing of the complainants.

Accessibility and Presence of a designated District Information Officer

The parameter of access refers to the availability of designated officer who resolves complaints on time and the

assigned workplace space to ensure that particular office is devoted to complaints handling filed by walk in

citizens or through the media platforms. According to Mrs. Adora DL. Sunga, Regional Public Affairs

Information Officer, “ there is a need to have a dedicated person that will handle the complaints” . The

qualifications of the Designated DIO were contained in a Memorandum issued by Sec. Mark A. Villar dated July

17, 2017, i.e., the DIO must have the competency in managing the District’s Citizens Feedback Management and

community engagement. The DIO is also expected to be adept in the preparation of news and photo releases and

must be familiar in the production of publications and handling of special projects. In a separate issuance dated

July 17, 2017, the DIO was also appointed as the Authorized Spokesperson of the District Engineering Office



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along with the District Engineer and the Assistant District Engineer.The qualifications for the DIO rests also on

the role of the information officer which requires a higher level of competence, training, skills and is capable to

accomplish the said functions with professionalism since the DIO assumes a pivotal role in the image building,

public relations and maintaining accord between the agency and its stakeholders.

At the Nueva Ecija 2nd District Engineering Office, the DIO who is tasked to handle complaints

management at the District Level is a 45-year-old male Registered Nurse who presently assumes the permanent

position of Administrative Aide VI/Public Information Staff with a Salary Grade of 6. He is in charge with the

publication of the quarterly newsletter, preparation of press and photo-releases, information and education

campaign materials, preparation of office communications, accomplishment reports, planning and coordination

of office activities, and in the operations of the Public Assistance and Complaints Desk.

Based on the Qualification Standards (Revised 1997) (Civil Service Commission, 1997), an Administrative

Aide VI (Clerk III) must have completed two (2) years studies in college and must have Sub-professional Career

Service Eligibility. In contrast, an Information Officer I, an ideal position for the District Information Officer,

must have a Bachelor’s Degree and Professional Career Service Eligibility.

The Nueva Ecija 2nd District Engineering Office management took note the importance of the DIO

functions and, on September 2017, a Job-Order staff was employed by the District Engineering Office to assist

the DIO in the preparation of Audio-Visual Presentation materials and the conduct of photo and video coverages.

In 2017, the DIO was sent by the Regional Public Affairs and Information Officer (RPAIO) of DPWH

Regional Office No. 3 to represent Central Luzon in the RPAIO Quarterly Advocacy and Planning Workshops

organized by the Stakeholders Relations Service of the DPWH Central Office. It was only then that the DIO

received institutional training on complaints handling and news writing which are two vital functions of the DIO.

Though he was already mentored and trained by the DPWH Region III RPAIO during the preparation of annual

reports, office publications and preparation of responses to complaints.

The Complaints Handling Officer is the most significant factor in guaranteeing that an organization’s

complaint handling system is responsive to complainants. The stakeholders are more likely to be satisfied with

the complaint handling system if the person dealing with their complaint is unbiased and competent. He should

also have the skills to perform his role with sensitivity and objectivity; be knowledgeable on all aspects of the

organization’s internal complaints procedure; be able to assist stakeholders in the preparation of written

complaints specially if it comes from stakeholders who require special assistance; and have access to the

different levels of the organization for quick resolution (Guidance for Complaint Handling Officers, 2010).

The DPWH Nueva Ecija 2nd District Engineering Office must understand that complaint handling is an

important role and that the DIO, should be given guidance and appropriate training in customer contact and

effective communication. The local DPWH office may have hired the right person who can communicate the

programs and activities of the agency but due to the technical nature of the infrastructure related complaints,

organizational policies, and legal framework for handling complaints, the skills, education and work-related

experience of the present DIO is deemed inadequate.

Further, Mrs. Sunga explained that in complaints management, the whole of the DPWH relies on

coordination with the concerned subject of a complaint or the respective office. These are settled on a case to

case basis. Internal concerns are handled by the Human Resources Administrative Section but the external

issues that pass thru the Regional Public Affairs and Information Officer must be well coordinated, the reason

why there is a need that the DIO is knowledgeable and trained in complaints management.

Based on interview, the District Information Officer in-charge of managing complaints from citizens is

designated and assigned showing a general commitment on the part of the agency to resolve citizens’ complaints.

But the assigned DIO has to undergo training and skills development in complaint handling.

Complaints Received and resolved

In 2017, the Nueva Ecija 2nd District Engineering Office received a total of fifteen (15) complaints that were

channeled through the different platforms made available by the Department.

Among the eight (8) available channels, stakeholders relayed their grievances or requests to the three (3)

most common platforms, i.e., letters, social media, and call center facility.

Four (4) or 26.67% of the complaints were letters sentto the DPWH Central Office, 33.33% or five (5) feedbacks

were received from the call center facility of the Department and the Presidential Action and Complaints Center;

and six (6) out of the fifteen (15) complaints (40%) were grievances sent to the DPWH Official Facebook

Page.The emergence of social media sites as the most utilized platform in sending feedback proved that this is

the most accessible platform to all stakeholders, while there were no complaints received from walk-in clients, or

those attended by the Front Desk Officer at the local DPWH office.



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Table 1. Number of Complaints Received in CY 2017

Platform Total Number of

Feedbacks Resolved

Total Number of

Feedbacks Unresolved

Total Number of

Feedbacks Received

E-mail 0 0 0

Phone-in 0 0 0

Walk in/front Desk 0 0 0

Text 2920 0 0 0

Letter referral 4 0 4

Social Media 6 0 6

Call center 5 0 5

News Clipping 0 0 0

Total 15 0 15

All the complaints received by the Nueva Ecija 2nd District Engineering Office were reported resolved with

a 100% resolution rate as shown in Table 1, that is, proper response or action were provided by the concerned

officials or employees.

Contained at the Standard Procedures Manual of the agency, the Public Affairs and Information Officers at

the Regional and District Levels are tasked to manage the office’s Customer Feedback Mechanism Program,

particularly the Citizen’s Feedback Management, and are expected to respond to customers' concerns and assess

customer satisfaction through an effective feedback mechanism.

Responsiveness of the complaint management

Nowadays, bureaucracy is changing its role which calls for greater flexibility towards responsiveness. The

complexity of public affairs and its relation to citizens requires the bureaucracy to become more accommodating

to the complaints of citizens and become more responsive to their demands (Liao, 2017) . This is to ensure

that “bureaucratic actions reflect the public desires, ultimately, reconciling the possible conflict between

bureaucratic values and democratic ideals”. According to Fried (in Liao, 2017)responsiveness is the “the

congruence between the goals the organization or administrative system pursues and the goals desired by the

people to whom the organization is responsible and under whose authority it operates.”

In the article “Government Program Advocacy and the Role of Public Information Officers” (Tibaldo,

2011), the role of the Public Information Officers was defined. It was said that Public Information Officers are

responsible for the implementation of public relations activities and communicates important information to the

general public.

Secretary Mark A. Villar issued aMemorandum reiterating the designation of District Information Officers

(DIO) on July 17, 2017. On the said issuance, the functions of the DIO were identified andspecified that the

DIO must have the competency in handling Citizens Feedback Management, CSO/Community Engagement,

News/Photo Releases Production, Media Relations, and Publications and Special Projects.

The DIO also ensures that all complaints are acted upon receipt in accordance with the Revised Rules on

Administrative Cases in the Civil Service (RRACCS), RA 6713, otherwise known as the "Code of Conduct and

Ethical Standards for Public Officials and Employees", and RA 9485, otherwise known as the "Anti Red Tape

Act of 2007", and other applicable laws.

The DIO also ensure compliance to the prescribed timelines or period to take action, and to the existing

rules and regulation prescribing the schedule of action on queries and complaints contained in various issuances,

such as fifteen (15) working days (Republic Act 6713 -Code of Conduct and Ethical Standards of Public

Officials and Employees); five (5) working days for simple and ten (10) working days for complex transactions

(Republic Act 9485 - Anti-Red Tape Act (ARTA), and seventy-two (72) hours (Executive Order No. 6 -

Institutionalizing the Citizens Hotline 8888).

Table 2 Period to Take Action

Republic Act 6713 Code of Conduct and

Ethical Standards for Public Officials and

Employees

Republic Act 9485 Anti

Red Tape Act

Executive Order No.6

Institutionalizing the Citizens

Hotline 8888

15 working days 5 working days ( simple)

10 working days(complex)

72 hours

With these existing rules, the DIO is bent on complying with the prescribed timeframe in responding to

complaints and other concerns. Non-compliance warrants administrative sanctions such as fines, suspension and

other administrative sanctions under existing laws and regulations.

Efficiency in handing complaints

Bureaucracy is efficiency (Erkoc, 2017). According to Alesina and Tabellini (2008) in Erkoc ,good



Vol.9, No.2, 2019

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performance can easily be measured and assessed in terms of efficiency. Efficiency is the use of minimum

inputs but yielding maximum of outputs in the bureaucracy. This is why the Weberian concept of technical

expertise in the assigned task remains influential in the present bureaucratic set up. In fact states that

“bureaucrats are preferable to politicians in technical tasks for which ability is more important than effort, or if

there is large uncertainty about whether the policymaker possesses the required abilities to fulfil his task”.

Moreover, they conclude that the policies encompass “highly technical tasks” need to be handed over to the

high-skilled public employees…” Therefore, efficiency in the complaints management is another measure of

the systems effectiveness. It will measure the effectiveness of the local DPWH office in the management of

complaints is on its adherence to the prescribed period to take action relative to complaints resolution. To

determine whether the different DPWH Offices conformed to the standards in complaints management,

feedbacks must be processed within the prescribed periods to take action as mandated by the different

government issuances.

Table 3. Timeliness of Complaints Resolution

No.

Nature of

Complaint/Name

of Complainant

Implementing

Section/Official

Concerned

Date and

Time

Complaint

Received/P

eriod to

Take

Action

Date and Time

Complaint

Resolved/Action Taken

Number of

Days/ Hours

spent for

resolution

Status /

Compliance

to Timeliness

1

Complaint # 1 Planning and

Design Section

December

12, 2017

December 14, 2017 Two working

days

Resolved

Engr. Romeo A.

Ladisla, Assistant

Section Chief

Five

working

days

Advised that the delay

in road construction

were due to adverse weather conditions and

that the project has two

segments wherein the

Palayan Section was

first completed.

Complied

2

Complaint #2 Construction

Section

November

17, 2017

November 22, 2017 Two working

days

Resolved

Engr. Rey M.

Laranang, Project Inspector

Five

working days

Advised that the project

was already completed on November 12, 2017.

Complied

3

Complaint # 3 Construction

Section

November

16, 2017,

9:57 AM

November 17, 2017,

11:55 AM

One working

day

Resolved

Engr. Edwin P.

Dalangin, Project

Inspector

Seventy-two

hours

Constructed earth

ditch/canal to ensure

steady flow of water

run-off from the road pavement to the curb.

Complied

4

Complaint #4 Planning and

Design Section

September

14, 2017,

10:30 AM

September 15, 2017,

11:04 AM

One working

day

Resolved

Engr. Romeo A.

Ladisla, Assistant

Section Chief

Seventy-two

hours

Transmitted to the

Regional Office the

requested documents.

Complied

5

Complaint #5 Unified Project

Management

Office (UPMO)

September

5, 2017,

3:29 PM

September 5, 2017, 5:01

PM

One and a

half hours

Resolved

Engr. Celso G.

Castillo, Chief of Maintenance

Section

Five

working days

Referred complaint to

the UPMO. The said road section was not

within the jurisdiction

of the Office.

Complied

6

Complaint #6 Planning and Design Section

August 10, 2017, 9:29

AM

August 10, 2017, 12:06 PM

Two and a half hours

Resolved



Vol.9, No.2, 2019

19

No.

Nature of

Complaint/Name

of Complainant

Implementing

Section/Official

Concerned

Date and

Time

Complaint

Received/P

eriod to

Take

Action

Date and Time

Complaint


Number of

Days/ Hours

spent for

resolution

Status /

Compliance

to Timeliness

Engr. Romeo A.

Ladisla, Assistant

Section Chief

Seventy-two

hours

Advised that all

pertinent documentary

requirements were

previously relayed to

Ms. Tangalin for submission.

Complied

7

Complaint # 7 Planning and

Design Section

August 10,

2017, 8:39

AM

August 10, 2017, 11:32

AM

Three hours Resolved

Engr. Romeo A.

Ladisla, Assistant

Section Chief

Five

working

days

Advised that delay in

completion was due to

adverse weather

condition.

Complied

8

Complaint # 8 Unified Project

Management

Office (UPMO)

June 21,

2017, 10:48

AM

June 22, 2017, 12:23

PM

One working

day

Resolved

Engr. Celso G.

Castillo, Chief of

Maintenance

Section

Five

working

days

Referred complaint to

the UPMO. The said

road section was not

within the jurisdiction

of the Office.

Complied

9


Design Section

June 16,

2017, 2:28

PM

June 16, 2017, 4:03 PM One and a

half hours

Resolved

Engr. Romeo A. Ladisla, Assistant

Section Chief

Five working

days

Justified based on available data that the

road section was due for

rehabilitation.

Complied

10

Complaint #10 Maintenance Section

May 31, 2017, 2:57

PM

June 6, 2017, 1:46 PM Four working

days

Resolved

Engr. Celso G.

Castillo, Chief of

Maintenance Section

Five

working

days

Informed that the

Maintenance Section

referred the request to the UPMO and

instructed the assigned

MPP to prepare a

maintenance schedule

and include the

requested road sections.

Complied

11

Complaint # 11 Construction

Section

May 31,

2017

June 1, 2017, 3:51 PM One working

day

Resolved

Engr. Carlos M.

Leabres

Five

working

days

Informed that there

were no projects that

involved drilling of dike

implemented by the

office.

Complied

12 Complaint # 12 Maintenance

Section

March 14,

2017

March 15, 2017 One working

day

Resolved



Vol.9, No.2, 2019

20

No.

Nature of

Complaint/Name

of Complainant

Implementing

Section/Official

Concerned

Date and

Time

Complaint

Received/P

eriod to

Take

Action

Date and Time

Complaint


Number of

Days/ Hours

spent for

resolution

Status /

Compliance

to Timeliness

Engr. Celso G.

Castillo, Chief of

Maintenance

Section

Five

working

days

Informed that as

reported by the

Maintenance Section,

all safety road signage

was installed during inspection and that the

sender already met with

the contractor

representative for

compensation on

incidental damages.

Complied

13

Complaint # 13 Maintenance

Section

January 20,

2017

January 26, 2017 Four

working

days

Resolved

Engr. Celso G.

Castillo, Chief of

Maintenance

Section

Five

working

days

Informed that already

referred this concern to

PNP San Leonardo for

appropriate action.

Complied

14

Complaint # 14 Maintenance

Section

January 20,

2017

January 26, 2017 Four

working

days

Resolved

Engr. Celso G.

Castillo, Chief of

Maintenance Section

Seventy-two

hours

De-clogging of canals

completed

Non-

compliant

15


Design Section

January 8,

2017

January 9, 2017 One working

day

Resolved

Engr. Romeo A.

Ladisla, Assistant

Section Chief

Five

working

days

Explained that the

rehabilitation was

completed in 2014 and

that several factors may

have contributed to the

wear and tear of the said thoroughfare.

Complied

Table 3 shows specific information required to measure the effectiveness of the complaints management

system in the office, such as the nature of complaint, date the feedback was received and acted upon. As can be

gleaned on the table, the average days to resolve complaints ranging from one day to five days to resolve which

is within the statutory policies in resolving citizens complaints and the applicable rules governing bureaucratic

actions on citizens request.

Citizens’ Participation in complaint management

In a democracy, citizens participation role is indispensable in public management (Greitens, 2016) Through

citizens participation, public management becomes more dynamic , proactive and is more capable of meeting

the challenges of transitory political and administrative problems. Without feedback mechanisms, public

management becomes inflexible and fails to meet the challenges of changing political and administrative

landscapes According to Ricciardelli A. (2018) there are three models of citizen’s participation, presented by

the acronym GEM. G stands for democratic Governance, E stands for civic Engagement and M stands

for organization Management. By providing them the platform to raise issues and concerns on the agency

operation the DPWH provides citizens venue for civic engagement, democratic governance and organization

and management vital to agency operation. By institutionalizing an uncomplicated multi-platform complaints

and feedback mechanism, the DPWH is reachable to social media users or to the people who prefer to

communicate via electronic mail, or through the call-center facility. The administration of the Department’s

Citizens’ Feedback Management Center allows public interaction through social media, and other platforms are

recognized as a significant means of addressing concerns raised by its stakeholders.

Another source of feedback is by listening to the comments of the walk-in visitors and through the

assessment of the quality of service delivered by the agency to its stakeholders. According to Interviewee 1;

“most of the District Engineering Offices in Central Luzon have a common dilemma relative to the



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21

establishment of an effective feedback mechanism that should strengthen citizen participation in good

governance”. The Department was aware of this problem and the Stakeholders Relation Service looked for ways

in determining clients' needs and in improving customer satisfaction. Figure 3 below presents the agency

procedure in handling complaints, to wit;

Figure 3. Feedback Management System Flow Chart

Feedbacks received from varied platforms will be referred by the Stakeholders Affairs Division to the

different offices of the Department. As seen in Figure 3, the responsible persons and actors in the

implementation of the Feedback Management System were identified.

Specified in Department Order No. 32, Series of 2017, systematic guide that will ensure timely and appropriate

response to customers' concerns and assesses customer satisfaction through an effective feedback mechanism

(Figure 4). The approved process flow also stated the responsibilities, point persons and action to be taken in the

resolution of complaints and the DIO is bound to comply with it.

Building Trust

Another element of effective feedback mechanisms is the ability of the system to build trust while acting on

citizen’s complaint. Trust as a matter of administration is significant because lack of it will make public

governance ineffective. This is based on the premise that the relationship of a citizen with the government

should be based on trust not on contracts. Good public services system may not necessarily promote trust, but

bad public services system certainly promotes distrust (Bouckaert ,2012 in Vignieri, 2018). According to

Mayer et al;1995) trust is “willingness of a party to be vulnerable to the actions of another party based on the

expectation that the other will perform a particular action important to the trustor, irrespective of the ability to

monitor or control that other party.” The common characteristics of trust found in different literatures

are vulnerability, risk-taking, and expectations ( Hasan,2018). By providing effective complaints mechanism

and responsive solutions to the complaints, the DPWH develops strong trust foundation among citizens. The

institutionalization of standardized feedback mechanism undoubtedly enhances trust and therefore public

governance. The development of multi-sectoral feedback mechanism within the agency began with the

Department Order No.169 institutionalizing among others Revised DPWH Customers' Feedback Form,

detailing of a Front Desk Officer, received and resolved complaints on time.



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22

Figure 4 Citizen’s Feedback Mechanism for District Engineering Offices

Eight (8) people expressed their disappointment in the implementation of various road projects, while there

were two (2) received requests made by individuals that were acted on by the agency.

All complaints received in 2017 were resolved and properly addressed by the concerned implementing



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sections and officials, but there was only 93.33% compliance to the period to take action, or one (1) out of fifteen

(15) complaints exceeded the given timeframe.

The concern that exceeded the prescribed period to take action was lodged on January 20, 2017 at the

Contact Center ng Bayan (CCB) platform of the Civil Service Commission, the agency that was previously

receiving the complaints addressed to the Presidential Action Complaints Center. This was resolved on January

26, 2017, one (1) day longer than the prescribed three (3) working days period to take action. The request for

assistance for the de-clogging of canals, Sta. Rosa, Nueva Ecija was not readily acted upon by the assigned

Maintenance Point Person in the area.

Thus, it was determined that the DIO coordinated the received complaints to the specific action officers

promptly and complied in accordance with the standard process flow contained in the Customer Feedback

Mechanism that was institutionalized by the DPWH. It was also reported that there was 100% resolution of

complaints, although there was a failure in accomplishing 100% compliance to the mandated period to take

action.

In summary, the manner the agency handles the complaints lodged by citizens is effective as measured by

the qualitative parameters of principles of fairness, accessibility, responsiveness, and efficiency, citizens'

participation, analysis of strengths and weaknesses, building of trust and observance of processes and

institutional procedures. Alongside with this is the quantity of complaints received and resolved within the year

2017 which showed a 100 percent resolution within the prescribed periods mandated by statutory rules on

complaints resolution and management applicable to public sector organization. Civic engagement is an effective

tool to promote democracy and enhance open government. They are proven to create positive political

outcomes and policy implementation results thereby boosting social capital and economic prosperity ( Lee S.Y.,

Díaz-Puente J.M., Martin S. (2018).

3. Perceived Limitations of the Nueva Ecija 2nd District Engineering Office in managing complaints

The occurrence of one (1) non-compliant complaint that exceeded the allowed time to take action proved that

there were certain limitations encountered by the DIO in solving it. It also showed that there were instances that

the DIO may not promptly facilitate the response due to the following reasons:

Lack of cooperation from the implementing unit. This risk is likely to happen specially when the concerned

Project Engineer or Section Chief fail to provide the appropriate response to the complaint and could result

in unresolved complaints.

Lack of service vehicles to verify complaints. There are instances that a site inspection or survey must be

made to validate the raised issue or grievance. The absence of service vehicles may result in the delay in

response and to the preparation of the Request for Action (RFA) Form.

Lack of support from superiors. In this case, the functions of the DIO may be belittled by a superior who

may ignore the complaint by not taking any action for its immediate resolution.

Limitations due to insufficient support personnel who will assist the DIO. The DIO must also attend to the

needs of the walk-in clients who seek frontline services. But another concern is that the DIO must also

monitor the Public Assistance and Complaints Desk (PACD) and the designated Front Desk Office who will

attend to the needs of the customers (Interviewee 2). The lack of personnel at the PACD is in congruent to

the provision of the Anti-Red Tape Act (ARTA) of 2007 and most of the times, clients come in and out of

the office unattended resulting to poor customer satisfaction. Although the District Engineering Office

designated a Front Desk Officer, the need for some full-time personnel to man the desk is required to satisfy

the requirements of the ARTA law. The Front Desk Office that will be assigned must be knowledgeable in

addressing the concerns of the customers and is acquainted with the operations of the District Engineering

Office.

With the above-cited time prescriptions and limitations on the part of the DIO, there are instances that the

DIO may not successfully relay to its stakeholders the appropriate and accurate responses to their queries.

4. Summary, Conclusions, and Recommendations

The overall objective of this study was to analyze the complaint management program of the DPWH Nueva

Ecija 2nd District Engineering Office. In undertaking this study, the researcher interviewed key personnel of the

DPWH Regional and District Engineering Offices with the overall aim to validate whether the office complied in

the customer management program of the Department. Existing literature such as issuances, complaint feedbacks

and related forms were reviewed and analyzed.

The findings of the study revealed that the local DPWH office conformed to the standard process flow in

Citizens Feedback Management and resolved all the fifteen (15) complaints received. However, one measure of

efficiency that must be observed was the prescribed period to take action. One (1) complaint was found to be

non-complying since it exceeded the given timeline.

The research also showed that the office designated the right person to communicate the programs and



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activities of the agency. Still, the technical nature of the infrastructure related complaints and other matters

involved in complaints management, the aptitude of the present DIO is deemed inadequate.

Finally, it was found out that there were certain drawbacks that the office has encountered that resulted to

the delay in acting on the received complaint.

The importance of the management of complaints is acknowledged by Nueva Ecija 2nd District Engineering

Office as a necessary part of the Customer Feedback Management Program and service delivery. In fact, the

timeliness and appropriateness of complaints response are considered a mark of good governance.

Although the commitment and initiative of the designated DIO in ensuring 100% resolution of complaints

promptly is unquestionable, still he was deemed unfit if the parameters or qualification standards of an ideal

Complaints Handling Officer is used as the basis for the selection and appointment. Admittedly, he lacked the

technical skills and training in effectively handling the complaints but managed the resolution of all received

complaints.

There were perceived limitations that the DIO may encounter that could affect the timely resolution of

complaints. The management need to consider these risks to prevent any incident of delayed or unresolved

complaints.

Thus, to fully assess the efficiency of the DIO in the management of complaints, it is necessary to evaluate

the capabilities of the designated DIO until such time that a permanent position is made available, and a qualified

professional will perform its specific functions.

It is further recommended that the DPWH create a specific item for District Information Officers and hire

qualified personnel that has the adequate training and experience to successfully publicize or impart the

strategies and programs of DPWH to its stakeholders.

5. Acknowledgment

I would like to thank the management of DPWH Nueva Ecija 2nd District Engineering Office in Cabanatuan

City, and the Regional Public Affairs and Information Officer of DPWH Regional Office No. 3 in City of San

Fernando, Pampanga, for their contributions to this study and for the valuable data and information they have

provided.

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Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham Related

Issuances:

DPWH Department Order No. 53, Series of 2014, May 21, 2014

DPWH Customers' Feedback Form

DPWH Unnumbered Memorandum Order, July 17, 2017:“Designation of Information Officers”

DPWH Department Order No. 22, Series of 2017, February 28, 2017: Implementation of the Quality

Management System (QMS) Manual in conformance with the requirements of ISO 9001:2015”,

DPWH Department Order No. 32, Series of 2017, February 28, 2017: Issuance of a Standard Procedures Manual

for the Regional and District Engineering Offices”,

DPWH Department Order No. 169, Series of 2016.“Revised DPWH Customers' Feedback Form”, August 25,

2016

Republic Act 6713 Code of Conduct and Ethical Standards of Public Officials and Employees”, February 20,

1989

Republic Act 9485 Anti-Red Tape Act (ARTA)”, June 2, 2007

Executive Order No. 6 - Institutionalizing the 8888 Citizens’ Complaint Hotline and Establishing the 8888

Citizens’ Complaint Center”, October 14, 2016

CSC Revised Rules on Administrative Cases in the Civil Service (RRACCS)”, November 21, 2011

Qualification Standards (Revised 1997)”, Civil Service Commission, January 1997



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Resource Person:

Interviewee Number 1: Mrs. Adora DL. Sunga, Regional Public Affairs Information Officer, DPWH Pampanga

Interviewee Number 2: Department Information Officer Second Engineering District, Cabanatuan City,

Philippines

Complaint Table and its Code

Complaint 1 FB-CFMC-20173692 – Complaint filed by an anonymous person RE: Status of rehabilitation of

San Roque Bridge, San Isidro, NE

Complaint 2 LR-CFMC-20173320 – Complaint by Mr. BoyetMagtalas RE: Road Rehabilitation in Jaen, Nueva

Ecija

Complaint 3 LR-CFMC-20172002 – Request for documents of PB Reymundo E. De Leon of Brgy. Bugnan,

Gabaldon, NE

Complaint 4 FB-CFMC-20172797 – Complaint of a person whose name was withheld upon request RE: Road

condition of Maharlika Highway from Bucana, Gapan City to Sta. Rosa, NE

Complaint 5 LR-CFMC-20172521 – Complaint of Ms. Zenaida G. Tangalin RE: Road Right-of-Way

Compensation claim, Laur, NE

Complaint 6 CC-CFMC-20172495 – Complaint of Mark Sandoval RE: Alleged delayed road construction,

Bangad, Cabanatuan City

Complaint 7 CC-CFMC-20171936 – Complaint of a concerned citizen RE: Road Condition of Maharlika

Highway, Gapan-San Leonardo Section

Complaint 8 FB-CFMC-20171903 – Complaint of a person whose name was withheld upon request RE:

Rehabilitation of Road, Brgy. Imelda, Palayan City

Complaint 9 FB-CFMC-20171752 – Letter request sent by Gian HernalLajom, forwarding the request of VM

Boyet de Guzman Angeles, Sta. Rosa, NE


Drilling of dike in Cabiao, NE

Complaint 11 LR-CFMC-20170754 – Complaint of a person whose name was withheld upon request RE: Lack

of early warning devices on the road construction, Sta. Rosa, NE

Complaint 12 Direct Memo – Complaint of Mr. Roland Garcia RE: Use of National Highway in San Leonardo,

NE for palay drying

Complaint 13 Direct Memo – Request of Mr. Dennis I. Angeles II for assistance for the de-clogging of canals,

Sta. Rosa, NE


Rehabilitation of NE-Aurora Rd., Bangad to Pangatian Section, Cabanatuan City

complaint management in the public sector organization in

Documents